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TRANSCRIPT
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Chapter 7 Organizational
BehaviorNelson & Quick,
6th edition
Stress and Well-Being At Work
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of Cengage Learning All rights reserved
What is Stress?
Stress - the unconscious preparation to fight or flee that a person experiences when faced with any demand
Stressor - the person or event that triggers the stress response
Distress - the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events
Strain – distress
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What is Homeostasis?
Homeostasis – a steady state of bodily functioning and equilibrium
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4 Stress Approaches: Homeostatic/Medical Approach
Homeostasis External environmental
demand+ =
Fight
Flight
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• Individuals differ in their appraisal of events & people
• What is stressful for one person is not for another
• Perception and cognitive appraisal determines what is stressful
4 Stress Approaches: Cognitive Appraisal Approach
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4 Stress Approaches: Cognitive Appraisal Approach
Problem-focused copingemphasizes managing the stressor
Emotion-focused copingemphasizes managing your response
Coping with Stress
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• No undue stress • Good person-environment fit: a person’s
skills & abilities match a clearly defined, consistent set of role expectations
• Stress, strain, and depression occur when– Role expectations are confusing and/or
conflicting– Person’s skills & abilities do not meet the
demands of the social role
4 Stress Approaches: Person-Environment Fit Approach
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4 Stress Approaches: Psychoanalytic Approach
= the difference between ego ideal and
self-image
Self-Image - how a person sees oneself,
both positively & negatively
Ego Ideal - the embodiment of a
person’s perfect self
! ?
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The StressResponse • Blood redirected from the
skin & internal organs to brain and large muscles
• Increased alertness: improved vision, hearing, & other sensory responses
• Release of glucose & fatty acids for sustenance
• Depression of immune system, digestion, & similar restorative processes
Release of chemical
messengers, primarily
adrenaline, into the
bloodstream
Sympathetic nervous system
& theendocrine
(hormone) system activated
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Sources of Stress at WorkWork Demands
Task Demands Role Demands Change Lack of control Career progress New technologies Time pressure
Role conflict: - Interrole - Intrarole - Person-role
Role ambiguity Interpersonal Demands Physical Demands
Emotional toxins Sexual harassment Poor leadership
Extreme environments Strenuous activities Hazardous substances Global travel
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Stress Sources at Work
Nonwork Demands
Home Demands Personal Demands Family expectations Child-rearing/day care arrangements Parental care
Workaholism Civic and volunteer work Traumatic events
Workaholism – an imbalanced preoccupation with work at the expense of home and personal life satisfaction
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Stress Benefits and CostsBenefits of Eustress (Healthy, Normal Stress)
Performance Health Increased arousal Bursts of physical strength Full engagement
Cardiovascular efficiency Balance in the nervous system Enhanced focus in an emergency
Costs of Distress Individual Organizational
Psychological disorders Medical illnesses Behavioral problems
Participation problems Performance decrements Compensation awards
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Yerkes-Dodson LawPerformance arousal
High
LowLow
(distress)Optimum(eustress)
High(distress)
Stress level
Boredom fromunderstimulation
Optimumstress load
Conditions perceived
as stressful
Distress fromoverstimulation
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Positive Stress
• Stress response itself is neutral
• Some stressful activities (aerobic exercise, etc.) can provide an energy boost to enhance a person’s ability to manage stressful demands or situations
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Negative Stress
Negative stress results from– a prolonged activation of
the stress response– mismanagement of
the energy induced by the response
– unique personal vulnerabilities
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Work-related psychological disorders(depression, burnout,
psychosomatic disorders)
Medical illness
(heart disease, strokes,
headaches, backaches)
Behavioral problems(substance abuse,
violence, accidents)
Individual Distress
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Organizational Distress
Participative Problems - a cost associated with absenteeism, tardiness, strikes & work stoppages, & turnover
Performance Decrement - a cost resulting from poor quality or low quantity of production, grievances, & unscheduled machine downtime & repair
Compensation Award - an organizational cost resulting from court awards for job distress
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Dealing with Stress
Achilles’ heel phenomenon –
a person breaks down at his or her weakest
point
Backaches
HeadachesHeart Disease
DepressionPhotos courtesy of Clips Online ©2008 Microsoft Corporation
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Are There Gender-Related Stressors?
Sexual harassment
Early age fatal health problems
Long term disabling health problems
Violence
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Type A Behavior Patterns
Type A Behavior Patterns - a complex of personality and behavior characteristics– Competitiveness– Time urgency– Social status
insecurity– Aggression– Hostility– Quest for
achievementsPhotos courtesy of Clips Online ©2008 Microsoft Corporation
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Personality HardinessPersonality Hardiness - a personality
resistant to distress & characterized by –commitment (versus alienation) –control (versus powerlessness) –challenge (versus threat)
Transformational Coping - a way of managing stressful events by changing them into subjectively less stressful events (versus regressive coping - passive avoidance of events by decreasing interaction with the environment)
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Self-Reliance
Self-Reliance - a healthy, secure, interdependent pattern of behavior related to how people form and maintain supportive attachments with others
Counterdependence - an unhealthy, insecure pattern of behavior that leads to separation in relationships with other people
Overdependence - an unhealthy, insecure pattern of behavior that leads to preoccupied attempts to achieve security through relationships
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Preventative Stress Management - an organizational philosophy that holds that people & organizations should take joint responsibility for promoting health and preventing distress & strain
Preventative Stress Management
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Primary Prevention - designed to reduce, modify, or eliminate the demand or stressor causing stress
Secondary Prevention - designed to alter or modify the individual’s or the organization’s response to a demand or stressor
Tertiary Prevention - designed to heal individual or organizational symptoms of distress & strain
Stages in Preventative Stress Management
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DistressIndividual problems• Behavioral •Medical• PsychologicalOrganizational costs• Direct • Indirect
Symptomaticdisease
Tertiary Prevention:symptom directed
Preventative Stress Maintenance
Stress responses• Individual• Organizational
Asymptomaticdisease
Secondary Prevention:response directed
Organizational stressors• Task demands• Role demands• Physical demands• Interpersonal demands
Health risk factors
Primary Prevention:
stressor directed
SOURCE: Based on J. D. Quick, J. C. Quick, and D.L. Nelson. “The Theory of Preventive Stress Management in Organizations,” in C. L. Cooper, ed. Theories of Organizational Stress (Oxford, England: Oxford University Press. 1998), 246-268.
Organizational Context Preventive Medicine Context
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Organizational Stress Prevention
• Primary prevention – Job redesign– Goal setting– Role negotiation– Career management
• Secondary Prevention– Team building– Social support at work
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Job Strain ModelUnresolved
strain(ill health)
WorkloadLow High
Self-determination
Lo
wH
igh
Activejob
SOURCE: B. Gardell, “Efficiency and Health Hazards in Mechanized Work,” in J. C. Quick, R.S. Bhagat, J. E. Dalton, and J. D. Quick, eds., Work Stress: Health Care Systems in the Workplace. Copyright © 1987. Reproduced with permission of Greenwood Publishing Group, Inc., Westport, CT.
Passivejob
High-s
train
job
Low-stra
in jo
b
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Social Support at Work & Home
Individual
OrganizationalSupervisorColleagues
SubordinatesClients
FamilySpouse ChildrenParents In-laws
Church/ Synagogue/MosqueMinister/Rabbi/Priest
FriendsSupport groups
ClubsBusiness
SocialAthletic
ProfessionalPhysicians
PsychologistsCounselors
Lawyers
SOURCE: From J. C. Quick J. D. Quick, D. L. Nelson and J. J. Hurrell, Jr., in Preventive Stress Management in Organizations, 1997, p. 198. Copyright© 1997 by The American Psychological Association. Reprinted with permission.
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Individual Preventive Stress Management
Primary Prevention Positive thinking: Optimistic, nonnegative self-talk that reduces
depression Time management: Improves planning & prioritizes activities Leisure-time activity: Balances work & non-work activities
Secondary Prevention Physical exercise: Improves cardiovascular function & muscular
flexibility Relaxation training: Lowers all indicators of the stress response Diet: Lowers the risk of cardiovascular disease &
improves overall physical health
Tertiary Prevention Opening up: Releases internalized traumas & emotional
tensions Professional help: Provides information, emotional support, &
therapeutic guidance
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What Can Managers Do?
• Learn how to create healthy stress without distress
• Help employees adjust to new technologies• Be sensitive to early signs of distress• Be aware of gender, personality, and
behavioral differences• Use principles and methods of preventive
stress management
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Chapter 7: Reflect & Discuss
Meet the Parents Video Clip
What to Watch for and Ask Yourself• Does Greg experience the stress response
during this scene? What evidence appears in the scene?
• Does he experience distress or eustress?• Why does Greg respond so harshly to the simple
request to check his bag?